Environmental

What We Said We Would Do in 2009

  • Continue to reduce flaring and venting in our operations where feasible.
  • Advance the "I Will" campaign to continue to reinforce energy conservation and efficiency.
  • Continue to promote consumer energy efficiency at WillYouJoinUs.com, and educate and engage people on global energy issues.
  • Work to LEED-certify (Leadership in Energy and Environmental Design) some facilities in Texas and California.
  • Begin reporting total waste metrics.
  • Develop a reporting protocol, to roll out in 2010, for total water use.
  • Continue Operational Excellence Management System (OEMS) alignment with industry standards to achieve performance objectives and improve operations.

What We Did in 2009

  • Reduced emissions from flaring and venting by 8 percent, and advanced several major projectsIncrease
  • Received LEED Silver certification for a facility in Anchorage, Alaska. Submitted applications for LEED certification at four additional facilities.Unchanged
  • Developed and rolled out new tools to help manage greenhouse gas (GHG) emissions from proposed capital projects.Increase
  • Decreased our own energy consumption per unit of output by 30 percent since 1992, which is further improvement from 2008's 28 percent decrease since 1992.Increase
  • Achieved the final investment decision on our Gorgon Project, which includes carbon dioxide injection.Increase
  • Began reporting total waste.Increase
  • Developed an improved compliance assurance and environmental management tool for enterprisewide application.Increase
  • Completed our environmental strategy review, which informed the development of a water strategy and environmental processes.Unchanged

What We Plan to Do Next

  • Advance plans to reduce flaring where feasible.
  • Work toward our five-year goal of top-quartile energy efficiency performance under the ENERGY STAR® program, for our major, owned North America office facilities.
  • Begin collecting total water-use data.
  • Deploy our corporate environmental stewardship process.
  • Develop a corporate freshwater strategy.

Key:
IncreaseArea of performance improvement
UnchangedUnchanged or no significant improvement or decline
DecreaseArea of performance decline

Socioeconomic

What We Said We Would Do in 2009

  • Implement Environmental, Social and Health Impact Assessment (ESHIA) for all major Upstream capital projects worldwide.
  • Deploy a best-practices guide for using local suppliers.
  • Promote the recommendations made to then President-elect Obama and the U.S. Congress on energy, the environment and the economy
  • Improve collaboration with stakeholder groups in areas key to Chevron's business objectives.
  • Develop programs, working with local communities, to promote human progress and economic development.
  • Continue negotiating successor agreements with Regional Development Committees (RDCs) in the Niger Delta.
  • Launch the Global Fund to Fight AIDS, Tuberculosis and Malaria partnership programs in Nigeria, Indonesia, Angola and Thailand.
  • Roll out a cardiovascular health benefit program companywide.
  • Sustain our commitment to reduce all incidents to zero.
  • Develop and pilot computer-based and instructor-led employee training on tuberculosis.
  • Strengthen our commitment to Operational Discipline ("Every task, the right way, every time").
  • Continue global promotion of the Voluntary Principles on Security and Human Rights.
  • Continue to deploy internally the company's Guidelines on the Voluntary Principles.

What We Did in 2009

  • Implemented ESHIA for all major Upstream capital projects worldwide, and began implementation for small capital projects.Increase
  • Deployed a best-practices guide for using local suppliers, and adopted that guide as a Global Upstream process.Increase
  • Promoted recommendations on policy matters that include the economy, energy, climate change, international issues, and research and development.Unchanged
  • Achieved attestation from Lloyd's Register Quality Assurance, Inc., that our OEMS meets all requirements of ISO 14001 and OHSAS 18001 and is implemented throughout the corporation.Increase
  • Invested more than $144 million in community engagement initiatives.Unchanged
  • Negotiated eight agreements with RDCs in the Niger Delta.Unchanged
  • Launched Global Fund partnership programs in Nigeria, Indonesia, Angola and Thailand.Increase
  • Increased Chevron's commitment to Chevron Humankind from $10 million to $15 million, which resulted in $48 million in employee donations and company matches to more than 10,000 nonprofits.Increase
  • Experienced our safest year ever.Increase
  • Continued to roll out our cardiovascular program, which now reaches more than 14,000 employees.Unchanged
  • Mourned the loss of nine people in 2009 who were working on our behalf.Decrease
  • Completed assessment of tuberculosis training in the Philippines, and are revising the global training based on feedback.Unchanged
  • Developed an Operational Discipline intranet site for deployment in 2010.Unchanged
  • Conducted training on the Voluntary Principles for more than 2,300 private and public security providers globally.Increase
  • Engaged stakeholders in drafting our Human Rights Policy, which we adopted.Increase

What We Plan to Do Next

  • Evaluate the initial outcomes of our Global Fund program.
  • Update guidance on our Social Impact Assessment.
  • Continue to promote our commitment to zero incidents.
  • Deploy a revised tuberculosis training program.
  • Begin to deploy our Human Rights Policy, which includes revising training and enhancing security processes.

Key:
IncreaseArea of performance improvement
UnchangedUnchanged or no significant improvement or decline
DecreaseArea of performance decline

Updated: May 2010

2009 Corporate
Responsibility Report

Corporate Responsibility Report 2009

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